If Im going to leave my baby, Im going to leave my baby for something special, the multi-Grammy winner said.

That something special turned out to be the upcoming 2023 Super Bowl halftime show. It was now or never for me, she said.

The singer had previously declined to perform in the 2019 halftime show out of solidarity with Colin Kaepernick. But in a recent interview ahead of her Savage X Fenty Show Vol. 4, Rihanna said that the timing and circumstances this time around were right for her. It was a challenge that I welcomed. It was a stage bigger than anything Ive ever done, she said.

After the NFL announced in late September that Rihanna would headline the February show, hopeful rumors spread of a long-awaited new album, which she has been teasing in recent years. Her last album, ANTI, was released in 2016.

Although the pop star recently dropped her first new song in six years, the lead single for Black Panther: Wakanda Forever, she was quick to shut down speculation that her Super Bowl performance meant an album was imminent. Thats not true. Super Bowl is one thing. New music is another thing. Do you hear that, fans? she said, laughing.

The second that I announced this, I said, Oh, my God, theyre going to think my album is coming. I need to get to work, she recalled.

Despite her quick return to the public eye after giving birth, Rihanna and rapper A$AP Rocky have kept the details about their baby private. The two have yet to share his name or any photos of him.

We just didnt get around to it yet, really. Weve just been living. But I guess theres a certain freedom that comes with kind of just like getting it out there, she said.

In addition to adjusting to life as a new mom, Rihanna said she has been busy outdoing last years Savage X Fenty Show Vol. 3, which earned an Emmy and included a long list of high-profile stars.

Its always challenging to beat the one before, she said. Next year is going to actually be the main challenge because this year was such a huge scale of a show and I dont know how were going to beat it, but were going to have to try.

This years show includes performances by Anitta, Maxwell and others, as well as a long list of appearances, including Taraji P. Henson, Cara Delevingne and Sheryl Lee Ralph. APs interview with Rihanna came before word leaked that Johnny Depp was slated to participate. Some people unhappy with Depps legal battle with ex-wife Amber Heard called for a boycott of Rihannas line if Depp was part of the show.

The Savage X Fenty Show Vol. 4 will be available to stream Wednesday on Amazon Prime Video.

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Dr. Kubler-Ross describes the grieving process in five stages: denial, anger, bargaining, depression, and acceptance. Those stages, it turns out, are uncomfortably close to what many CEOs and their teams have experienced. We can view the five stages of digital transformation in overlapping chronological order, with the aim of learning from the efforts of others.

Denial: Cognitive computing

By the 2010s, the digitalization of manual corporate systems was nearly complete, coinciding with over half of Western households owning a personal computer and setting the stage for the next revolutiondigital transformation, or DX. The age of cognitive computing had arrived.

In 2011, when IBM Watson famously won Jeopardy!, the DX hype curve skyrocketed. IBM positioned Watson as artificial intelligence (A.I.) so powerful it could diagnose cancer better than any physician. Enterprises turned to vendors like IBM and GE, which had launched GE Predix to make a digital twin of anything, to bring them into the digital age.

The result? High-profile IBM Watson projects at organizations like Memorial Sloan Kettering failed, and IBM ended up selling IBM Watson Health to a private equity firm for pennies on the dollar. But not before Watsons blunders contributed to then-CEO Ginni Romettys departure. As for GE Predix: Its well-documented failure coincided with the departure of Jeff Immelt.

Organizations transitioned out of these embarrassing failures from a state of deniala sense that this cant be happening to usto outright anger.

Anger: Digital strategy

Huge IT losses spurred business leaders to take over from the IT side, hiring expensive consultants, and ushering in the era of the digital strategy.

This stage led to the proliferation of the proof of concept (POC) taking root in each business unit. Few POCs succeededand none could scale. When CEOs describe this stage of their journey to me, they blame a general lack of focus, little coordination across business units, disparate technologies, tense alignment meetings, and exasperated realization of little business value.

Bargaining: The data lake

In the Kubler-Ross model, after denial and anger comes bargaining. When costly strategic shifts failed to deliver, data took the blame. Garbage in, garbage out was the popular saying. This led to the next shimmering mirage: the data lake.

The idea of the data lake is to create a unified, federated image of the entire enterprise, bringing all the data into a single, organized, integrated repository. Such efforts date back to the disastrous data warehouse efforts of the 1990s.

Im unaware of any successful effort to create a single, comprehensive enterprise data lake. It turns out that for a large organizationwith hundreds of sources and types of datathe problem is simply intractable. Organizations have wasted years and untold millions on these efforts.

Depression: The cloud

This led to sadness and regret, which reached the board level. These data lake blunders cost many CIOs, and even some CEOs, their jobs. At this point, organizations raised their hopes for salvation to the cloud.

Many companies remain stalled in the cloud stage. Todays tech landscape is awash with new cloud technologies and services that aim to transform by moving data and applications from inside the enterprise to data centers residing elsewhere, and then stringing everything together via APIs. Most organizations are experimenting with a variety of cloud technologies and services but realizing little value.

Elastic cloud computing is tremendously valuable, and the hyperscale cloud servicesMicrosoft Azure, Google Cloud, and Amazon Web-Servicesare essential. Cloud computing alone, however, does not drive digital transformation. Ive seen many skilled executives champion the migration of their IT operations and systems to the cloud, only to be left cobbling together applications from a depressing, ever-changing cluster of unintegrated products and services.

Acceptance: Digital transformation

True digital transformation only happens when organizations reach clarityyes, acceptanceon what digital transformation is about. Rather than flashy new programs, it requires focus on tractable problems that, when solved, deliver measurable value, and methodically applying this approach across the enterprise.

To be sure, some organizations are achieving true digital transformation. Both Shell and the United States Air Forces Rapid Sustainment Office are standout examples. Each is taking a focused approach on solving high-value problems and then replicating that success in a systematic way. 

Is it possible to short circuit the five stages?

Im not sure it is. Most organizations I know go through some form of the five stages. Until the organization has lived through these experiences, little progress is made.

If you understand where your enterprise sits on its digital journey, you will be better positioned to accelerate your progress toward real digital transformation, perhaps even bypassing a painful Kubler-Ross-like stage or two.

Thomas M. Siebel is the chairman and CEO of C3 AI. Previously, he founded Siebel Systems, serving as its CEO and chairman from 1993 until its acquisition by Oracle in 2006. Hes also the author of Digital Transformation: Survive and Thrive in an Era of Mass Extinction.

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Others puzzle over computer monitors installed in the center of the garage. They, along with 14 more sitting in a silent mission-controllike room in the paddock, are looking to minimize milliseconds as Alpines two drivers race around the track at 200 miles per hour. Formula 1s open-wheel single-seaters emit more than a million data points per second to the cloud. From there, the information is routed to the team garages as well as to scores of support staff across the Atlantic.

On the 23rd lapwith 33 more to go during Octobers Formula 1 Grand Prixthe polo-clad crew holds a collective breath, watching Aston Martins Lance Stroll collide with Alpines Fernando Alonso. The crash sends Alonso airborne into a wall and generates enough debris to damage the front wing of the car behind himwhich happened to be helmed by Alpines other driver, Esteban Ocon.

Both Alpine drivers continued the courseto the amazement of spectatorsthanks to the copious data the cars generate in real time.

Fernandos contact with the barrier was a big one, but we were able to tell from the data that the suspension had not suffered any significant damage and was safe to continue, Ciaron Pilbeam, chief race engineer for the Alpine team, tells Fortune. For Estebans car, the data showed a small effect on performance but not enough to require changing the front wing at a pit stop, which would have taken several seconds more than a normal pit stop.

These days, F1 teams use the cloud to shave hundredths of a second off their lap timesthe razor-thin margin between winning and losing. Alpine, French automaker Renaults sports car brand, is an underdog team going all in on Moneyball-style analytics this season to challenge the series reigning champs with blockbuster budgets such as Red Bull and Mercedes-Benz.

Data can democratize the notoriously expensive sport for small-budget teams that lack the funds for, say, the best and greatest wind tunnel, according to Alpine CEO Laurent Rossi. Digitizing the research and development can level the playing field for teams previously at a disadvantage vis-à-vis the behemoths.

Simulators are not capital intensive and much cheaper than physical testing, Rossi says. Everyone can buy one.

The data-driven approach has changed the sport dramatically over the past few years. The cars now contain more than 300 sensors measuring a wide range of inputs, including temperature, tire pressure, and trajectory. The figures collected from Formula 1s 10 teams over the season can generate more than 1 billion simulations that shape each teams race-weekend strategy.

The car is packed full of sensors because the difference between pole position and the back of the grid can be as little as 4%, says Edward Green, head of commercial technology for McLaren Racing. Its a sport of superfine margins, and youve got to find any single way you can in order to gain an advantage.

Just 25 years ago, F1 cars recorded rudimentary data on floppy disks that the teams then mailed home for analysis. Now, they use the cloud to capture 1.5 terabytes of data during the race weekend and transmit it across the world in near real time, narrowing latency from a few days to mere milliseconds.

That doesnt sound like a lot of time, Green said. But in the world of Formula 1, a few milliseconds means a few meters on the track.

The McLaren team uses Dells prototyping and simulation software, as well as Ciscos Webex conference service, to collaborate even when, for example, the engineers are in England, the drivers are in Australia, and the cars are in Canada.

The 10 teams on the grid use a range of cloud technology providers. Red Bull uses Oracle Cloud software to analyze crucial decisions, such as when to make a pit stop and which tires to use, to clinch the teams first-place finish in Austin. Ferraris F1 team works with Amazon Web Services, which provides cloud computing and machine learning to run simulations and improve race day performance.

Alpines software developer partner KX assimilates reams of data for review as the team treads the 23-circuit season that stretches from Austin to Australia. On race day, the data is shared and analyzed with another 60 engineers based at Alpines factory in Enstone, U.K., and operations room in Viry-Châtillon, France.

Prior to working with race cars, KX focused on financial markets, another arena where milliseconds matter. Why reinvent the wheel, Alpine executives thought, when they could cut and paste from KXs experience helping high-speed traders gain a one-second advantage over the competition?

But raw data alone is not a magic bullet, says Nathan Sykes, the Alpine teams chief information officer. The more data the cars generate, the more challenging it is to organize, especially when trying to account for what the other 19 cars on the track may do at any given time. 

The next frontier for Formula 1, he explains, will be software that hones artificial intelligence to extract insight and make relevant inferences. The data is useless unless a team can unlock a competitive advantage through computer modeling.

Its a lot of data to see through in order to get to what you want, Sykes says.

But countless simulations could not have foreseen that Strolls car would collide with Alonsos at turn 12, damaging both Alpine cars in one fell swoop. Alonso and Ocon went on to place seventh and 11th, respectively, out of 20 drivers.

Data will probably give you the bulk of the performance you want to get, Rossi says. And then there will be a bit of the human factor, which is nice, because its sports, after all.

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The change, announced on Monday, follows a chorus of complaints by users that Airbnbs search results misrepresented the costs of rentals.  

Ive heard you loud and clearyou feel like prices arent transparent and checkout tasks are a pain, Airbnbs chief executive, Brian Chesky, said on Twitter.

Last year, Airbnb declined to make any changes in response to criticism about hidden fees by saying that it leaves it up to hosts to set their prices while recommending that hosts keep cleaning fees affordable. Still Airbnb said it would conduct a comprehensive review of fees before making recommendations. 

The company had previously set a deadline for those recommendations to be made public by December of last year. But ultimately, they were delayed by nearly a year. 

To access the new feature showing total lodging costs, Airbnb users must toggle a switch on the services search tool. The total price will then be reflected in search results, as well as on the map, price filter, and listing page. 

The change, which the company said will appear next month, gives a price breakdown that will include Airbnbs service fees, taxes, and any discounts. 

The company will also prioritize the total price versus the nightly rate in its search algorithm. And the highest quality homes with the best total prices will be ranked higher in search results, Chesky said. 

Airbnb users have also complained about hosts requiring them to complete a checklist of chores before checking out of their short-term rentals. In some cases, guests are also required to pay an additional cleaning fee that some have repeatedly mocked on social media as being excessive. 

Chesky now says that any checkout chores shouldnt be unreasonable, and that they shouldnt include tasks like stripping beds, doing laundry, or vacuuming. Meanwhile, turning off lights, throwing away food, and locking doors is reasonable and that all requests should be disclosed to guests before booking, he said. 

Additionally, in a move to help hosts set more competitive prices, Chesky said Airbnb will introduce new tools early next year that will help them better understand the final price that guests will pay and the prices they should charge to remain competitive. 

We started as an affordable alternative to hotels, and affordability is especially important today, Chesky said. During this difficult economic time, we need to help our Hosts provide great value to you. 

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